Handbook of Research on Managing Managers

Handbook of Research on Managing Managers

Research Handbooks in Business and Management series

Edited by Adrian Wilkinson, Keith Townsend and Gabriele Suder

This book explores the changing role of managers in the workplace. In recent years, there has been considerable debate on the future of management, with both pessimistic and optimistic views being put forward. However, in the wake of delayering, downsizing, re-engineering and the pursuit of leanness, the more gloomy perspective has gained currency, especially in the popular managerial literature, and some have pronounced the end of management altogether. Some paint a more optimistic picture of managers and managers’ work with roles being transformed rather than replaced and the new organisational context providing more demanding work but greater autonomy and increased skill development. With contributions from experts in the field, this book is concerned with the way organisations manage their managers and how this continues to evolve with reference to global issues.

Chapter 10: On solutions to the crisis in management education: can business schools improve the effectiveness of managers?

Jon Billsberry

Subjects: business and management, human resource management, organisational behaviour

Extract

In this chapter I want to explore the management educator’s nightmare. Imagine the following scenario. A manager knocks on your office door. You cordially invite her in. She takes a seat and, after some pleasantries, says the following: ‘I’ve just had a poor performance review and have got to get better quickly or I’m going to lose my job. You’re a professor of management. Please help me become a better manager.’ To me, this scenario is a nightmare because it exposes the enduring problem in management education. In many, probably most, universities, the subject is taught at all levels from a theory-driven perspective rather than developing practical managerial skills. This dichotomy separates most academic teaching from most in-company training. In universities, the material that is taught is primarily generated from decades of studies into the nature of management. Study after study has built up a body of knowledge that is translated into the best current advice for managers. But such advice is, initially, theoretical and generic, and must be applied by students to their own specific environments. Unfortunately, helping students with this application is rarely given the same attention that the explanation of theory is given, thereby leaving many students dangling, unsure of the utility of their learning.

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